Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job satisfaction

By Onne Janssen. 2001

907 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f3eca25da6266f18512dc86cc907b99da88bf035

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Creativity and charisma among female leaders: the role of resources and work engagement (2013, methodology): “Creativity was assessed with six items developed by Janssen (2001).”
Supportive supervisors improve employees' daily lives: The role supervisors play in the impact of daily workload on life satisfaction via work–family conflict (2015, background): “Eight items were job demand items (Janssen, 2001) modified to reflect perceptions of daily workload (e.g. “Today, I had too much work to do”; “Today, I had to deal with a work backlog”; “Today, I had problems with the high pace of work”) and the last item was a direct assessment of workload (i.e.…”
The Short-lived Benefits of Abusive Supervisory Behavior for Actors: An Investigation of Recovery and Work Engagement (2017, background): “Supervisors working under high job demands are required to allocate high levels of attention and energy to accomplish a great deal in a short time (Janssen, 2001), andmeeting these demands requires substantial resources (Bakker & Demerouti, 2007).”
How boards’ internal and external social capital interact to affect firm performance (2016, background): “Nevertheless, the existence of the main effect is not a prerequisite for a moderation effect (Janssen, 2001; Spiller et al., 2013).”
Transformational leadership and innovation in an R&D organization experiencing major change (2013, methodology): “The measure of innovation was based on the nine-item scale used by Janssen (2001).”
On the Relation of Job Insecurity, Job Autonomy, Innovative Work Behaviour and the Mediating Effect of Work Engagement (2014, neutral): “Other IWB studies similarly compute single factors for IWB when the different dimensions are highly correlated (e.g., Janssen, 2001, 2003).”
Examining the inverted U-shaped relationship between workload and innovative work behavior: The role of work engagement and mindfulness (2020, background): “Prior work has found curvilinear effects of job demands on employee creativity and innovation (e.g. Janssen, 2001); our results extend this research by highlighting that work engagement, as a resourceful state, transfers the effect of workload to innovative behavior.”
Job Design and the Employee Innovation Process: The Mediating Role of Learning Strategies (2012, neutral): “Other measures only cover a limited number of components (e.g., idea generation, Oldham and Cummings 1996; idea generation and suggestion making, Axtell et al. 2000) or are a single global measure that combines separate components (Burningham and West 1995; Janssen 2000, 2001, 2005).”
Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors (2015, methodology): “Organizational performance is thus positively affected (Baer et al. 2003; Janssen 2001).”
Time Pressure Promotes Work Engagement Test of Illegitimate Tasks as Boundary Condition (2015, background): “Some studies have provided evidence for curvilinear relations between time pressure and different outcomes (Janssen, 2001; Ohly & Fritz, 2010; Teuchmann et al., 1999; Van Yperen & Hagedoorn, 2003).”